Organizational Learning Capacity and Sustainability Challenges in Times of Crisis: A Study on Tourism SMEs in Galicia (Spain)
2. Materials and Methods
2.1. Crisis Management and Sustainability
2.2. Organization Learning and Crisis
2.3. Mechanisms and Barriers to Organizational Learning
- Focus on the company’s objective and mission; the degree to which employees know and share the organization’s mission and objectives and understand how they can contribute to its success and achievement (two questions).
- Managerial commitment; the role of organizational leaders in creating a participatory employee culture consistent with a dynamic and changing attitude (four questions).
- Openness and experimentation; new ways of completing the job, giving employees freedom to take risks, and incorporating insights from other stakeholders (four questions).
- Knowledge transfer and integration; the systems that enable employees to learn from others and from past failures, and to generate innovative ideas, as well as the problem-solving capacity of the organization’s working groups (five questions).
2.4.1. Study Site and Context
2.4.2. Data Collection Procedures
2.4.3. Data Analysis
3.2. Focus on the Company’s Objective and Mission
3.3. Managerial Commitment
3.4. Openness and Experimentation
3.5. Knowledge Transfer and Integration
Institutional Review Board Statement
Informed Consent Statement
Data Availability Statement
Conflicts of Interest
- Do the company’s employees and managers know what the general objectives of the company are? Does everyone in the company share these objectives?
- Is everyone in this company (departments, teams, employees) aware of how they contribute to achieving the company’s objectives? Do they have the means to value their contribution to the organization?
- Are employees involved in important business decisions?
- Does management reward innovative and useful ideas?
- Do you welcome changes to implement new ideas or adapt and/or anticipate new situations?
- Do you study the criticism that reach the management? Are you trying to find a solution?
- Do you think that the company encourages experimentation and innovation as a means of improving the production process?
- Are other companies in the sector monitored, adopting those practices and techniques that are considered useful and interesting?
- Are good ideas from external sources (consultants, clients, training companies, etc.) incorporated into the company?
- Are employees encouraged to express their opinions, make suggestions or question the way things are done?
- Are there any systems or programs in place to encourage employee ideas that can be implemented in the company?
- Is team building encouraged to solve the problems of the organization?
- Do you work in a coordinated way? How is the degree of interconnection between departments or teams?
- Are failures and errors, at all levels, analysed and discussed constructively?
- Does the company have tools (manuals, databases, files, organizational routines, etc.) that allow what was learned in past situations to remain valid, even if the employees are no longer the same?
|Number of employees group||1–4||19|
|Deputy Executive Director||2|
|Chief Operating Officer||2|
|Manager of Human Resources||1|
|Business type||Country house||8|
|Resort spa rural||1|
|MICE tourism management||1|
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|Expressions in the Text||Code|
|Yes. Always. Of course.||Absolutely Positive (AP)|
|It depends. Sometimes. Broadly speaking. Not always. I think so. At a certain level. Only in part. As long as…||Positive With Restrictions (PWR)|
|In theory, the practice is different. It’s complicated, we try||Positive in Intention, Negative in Practice (PINP)|
|No. Not. Never.||Negative (N)|
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Toubes, D.R.; Araújo-Vila, N.; Fraiz-Brea, J.A. Organizational Learning Capacity and Sustainability Challenges in Times of Crisis: A Study on Tourism SMEs in Galicia (Spain). Sustainability 2021, 13, 11764. https://doi.org/10.3390/su132111764
Toubes DR, Araújo-Vila N, Fraiz-Brea JA. Organizational Learning Capacity and Sustainability Challenges in Times of Crisis: A Study on Tourism SMEs in Galicia (Spain). Sustainability. 2021; 13(21):11764. https://doi.org/10.3390/su132111764Chicago/Turabian Style
Toubes, Diego R., Noelia Araújo-Vila, and José A. Fraiz-Brea. 2021. "Organizational Learning Capacity and Sustainability Challenges in Times of Crisis: A Study on Tourism SMEs in Galicia (Spain)" Sustainability 13, no. 21: 11764. https://doi.org/10.3390/su132111764